Chương 3 Tổ chức: Cơ cấu và Văn hóa

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Different segments of the project are delegated to respective functional units.

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Nội dung Text: Chương 3 Tổ chức: Cơ cấu và Văn hóa

Chapter 3 Organization: Structure and Culture McGrawHill/Irwin © 2008 The McGrawHill Companies, All Rights Reserved
3-2
Project Management Structures Challenges to Organizing Projects  The uniqueness and short duration of projects relative  to ongoing longer-term organizational activities  The multidisciplinary and cross-functional nature of projects creates authority and responsibility dilemmas. Choosing an Appropriate Project  Management Structure The best system balances  the needs of the project with the needs of the organization. 3-3
Project Management Structures Organizing Projects: Functional  organization  Differentsegments of the project are delegated to respective functional units.  Coordination is maintained through normal management channels.  Used when the interest of one functional area dominates the project or one functional area has a dominant interest in the project’s success. 3-4
Functional Organizations FIGURE 3.1 3-5
Functional Organization of Projects Advantages Disadvantages    No Structural  Lack of Focus Change  Poor Integration  Flexibility  Slow  In-Depth Expertise  Lack of  EasyPost-Project Ownership Transition 3-6
Project Management Structures (cont’d) Organizing Projects: Dedicated Teams   Teams operate as separate units under the leadership of a full-time project manager.  Ina projectized organization where projects are the dominant form of business, functional departments are responsible for providing support for its teams. 3-7
Dedicated Project Team FIGURE 3.2 3-8
Project Organization: Dedicated Team Advantages Disadvantages    Simple  Expensive  Fast  Internal Strife  Cohesive  Limited Technological  Cross-Functional Expertise Integration  Difficult Post- Project Transition 3-9
Project Organizational Structure FIGURE 3.3 3-10
Project Management Structures (cont’d) Organizing Projects: Matrix Structure   Hybrid organizational structure (matrix) is overlaid on the normal functional structure. o Two chains of command (functional and project) o Project participants report simultaneously to both functional and project managers.  Matrix structure optimizes the use of resources. o Allows for participation on multiple projects while performing normal functional duties o Achieves a greater integration of expertise and project requirements 3-11
Matrix Organization Structure FIGURE 3.4 3-12
Division of Project Manager and Functional Manager Responsibilities in a Matrix Structure Project Manager Negotiated Issues Functional Manager What has to be done? Who will do the task? How will it be done? When should the task be done? Where will the task be done? How much money is available to Why will the task be done? How will the project involvement do the task? impact normal functional activities? How well has the total project Is the task satisfactorily How well has the functional been done? completed? input been integrated? TABLE 3.1 3-13
Different Matrix Forms Functional (also Weak or Lightweight) Form  Matrices in which the authority of the functional  manager predominates and the project manager has indirect authority Balance (or Middleweight) Form  The traditional matrix form in which the project  manager sets the overall plan and the functional manager determines how work to be done Strong (Heavyweight) Form  Resembles a project team in which the project  manager has broader control and functional departments act as subcontractors to the project 3-14
Project Organization: Matrix Form Advantages Disadvantages    Efficient  Dysfunctional Conflict  Strong Project Focus  Infighting  EasierPost-  Stressful Project Transition  Slow  Flexible 3-15
Rated Effectiveness of Different Project Structures by Type of Project Source: Larson, E. W., and Gobeli, D. H., “Matrix Management: Contradictions and Insights,” California Management Review, vol. 29, no. 4 (Summer 1987), p. 137. FIGURE 3.5 3-16
Choosing the Appropriate Project Management Structure Organization (Form) Considerations   How important is the project to the firm’s success?  What percentage of core work involves projects?  What level of resources (human and physical) are available? 3-17
Choosing the Appropriate Project Management Structure (cont’d) Project Considerations   Size of project  Strategic importance  Novelty and need for innovation  Need for integration (number of departments involved)  Environmental complexity (number of external interfaces)  Budget and time constraints  Stability of resource requirements 3-18
Organizational Culture Organizational Culture Defined  A system of shared norms, beliefs, values, and assumptions which bind people together, thereby creating shared meanings  The “personality” of the organization that sets it apart from other organizations. o Provides a sense of identify to its members o Helps legitimize the management system of the organization o Clarifies and reinforces standards of behavior 3-19
Key Dimensions Defining an Organization’s Culture FIGURE 3.6 3-20